AFCMRS - MED PT Safety (2017) Intervention Strategies

Considerations

MED PT Safety (2017)

Individuals in my organization are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

One example is the gift of a "Don't be chicken" award (a Chik-Fil-A gift card) for one who speaks up when an unsafe condition is recognized.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit has an effective safety awards program.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.

MED PT Safety (2017)

My organization has a reputation for high quality performance.

Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Ensure your unit has an effective sponsor program.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit AFOSH programs are current and effective.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

MED PT Safety (2017)

Leaders/Supervisors in my unit prohibit cutting corners to accomplish the job/mission.

The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure unit leadership understands that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Integrate the ORM process into planning and executing operations.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.

MED PT Safety (2017)

The level of our unit's operational demands permits members to obtain sufficient rest to perform their jobs.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Be aware of mission creep to the right.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

MED PT Safety (2017)

My organization has enough experienced personnel to perform its current tasks.

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Beware of mismanagement due to inexperienced mid-level leadership.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MED PT Safety (2017)

At my MTF, patients and families, speak up about their care needs, preferences, and values.

AF Patient and Family Engagement Toolkit; NPSF Ask Me 3; and Joint Commission Speak Up Campaign.

MED PT Safety (2017)

My MTF used patient feedback to improve care in the past 12 months.

Trusted Care Patient and Family Partnership Council (PFPC) milSuite; AHRQ Guide to Patient and Family Engagement in Hospital Quality and Safety – Strategy 1 – Working With Patients and Families as Advisors

MED PT Safety (2017)

If a medical error occurred, my healthcare team has notified patients and families after it was discovered.

AF Healthcare Resolutions milSuite

MED PT Safety (2017)

At my MTF, patients (and/or family members) actively participate in making decisions about their care.

AHRQ Shared Decision Making Toolkit – SHARE

MED PT Safety (2017)

Nursing bedside shift reports promote patient safety.

AHRQ Guide to Patient and Family Engagement in Hospital Quality and Safety – Strategy 3 – Nurse Bedside Shift Report

MED PT Safety (2017)

Unlimited visiting hours for family members promote patient- and-family-centered care.

Institute for Patient- and Family-Centered Care Better Together: Partnering with Families Campaign

MED PT Safety (2017)

During the Continuous Process Improvement (CPI) project, leaders in my organization ask for data on processes before implementing solutions.

Continuous Process Improvement (CPI) management enable leaders to drive a culture of transformation where CPI is the essence of daily business. It challenges leaders to focus on processes at the point of service. During huddles and when rounding, leaders ask how the process is operating and expect real time data. Using humble inquiry, leaders query how the proposed solutions will improve performance.

MED PT Safety (2017)

Leaders/Supervisors in my organization set a good example for following standards.

Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Be aware of unit leadership (officer and enlisted) that is not malleable to change.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.

MED PT Safety (2017)

Leaders/Supervisors in my organization care about my quality of life.

Ensure your unit AFOSH programs are current and effective.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MED PT Safety (2017)

Individuals in my organization are comfortable approaching their supervisor about personal issues/illness.

Communication is key across all pay grades. Ensure it happens.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.

MED PT Safety (2017)

I am empowered to improve my work processes.

Leaders are responsible for creating an environment where problems can be resolved at the point of occurrence and by the people doing/improving the work. CPI guiding principles are “Every Airman, Every Day, a Problem Solver” and “Focus on Frontline Operations and the People Who Do the Work”. This means leaders encourage airmen to map their processes, understand process performance using data, and improve their processes by eliminating waste. As a result, airmen feel supported to use process thinking to improve their work.

MED PT Safety (2017)

My leadership coaches our work team on how to improve processes.

Leaders are expected to spend significant part of their time observing the process, coaching MTF personnel, assuring CPI is being used through structured practices such as: Rounding to Influence, Huddling at Performance boards, Auditing work, providing real-time feedback. Leaders need to understand and practice the leader behaviors of coaching, caring, learning, appreciating, and contributing. Leaders are responsible for coaching their subordinates through desired change by helping them understand their processes, identify improvement opportunities, and supporting them to make the changes. This includes process mapping, data collection and implementing appropriate countermeasures. Conscious leaders use intuitive listening, humble and open inquiry, leading with questions and using open body language. Through these behaviors, leaders create a positive environment to reinforce trust for learning and growth.